Mind the gap: how employers can build inclusive workplaces for multiple generations
Five generations, one workplace. It might sound like the start of a particularly poor sitcom, but for the first time in history, this is the reality now facing many employers. A conflation of factors has meant that insurance firms must now aim to build inclusive spaces that meet the needs of employees from the baby boomer generation all the way through to Gen Alpha, which will be no easy task.
But how do employers tackle the multi-generational managerial challenge, without impacting their ability to offer truly inclusive environments?
The combination of five generations has already created a fascinating cultural crossroads, with each group shaped by different preferences and experiences in both education and working environments.
Why generational diversity matters
It is tempting in this context to see generational differences as a problem that needs to be tackled. But in truth, a team that combines professionals from a variety of age groups offers greater innovation, resilience and agility than a more homogenous one. And intergenerational mentoring can have a huge impact on knowledge transfer and the futureproofing of skill sets. Equally, in a market so reliant on nuanced customer understanding as insurance and which requires working with diverse client bases, a combination of different age groups brings a variety of insights into customer behaviour that can raise performance levels.
However, this diversity must be carefully nurtured. Hybrid working can be a particular sore spot, and the rise of new working models has had an uneven impact across different generations. Younger employees, for example, often relish the flexibility but worry about missing out on in-person learning and networking opportunities. Mid-career professionals appreciate the balance but may struggle with blurred boundaries between home and work life, whereas older colleagues can benefit from reduced commuting but may miss the energy of an office, and could be more likely to feel isolated when operating remotely, and therefore value in-person contact more. For experienced professionals moving industries or stepping into a new career, in-person learning and networking will be equally valuable. Likewise, not every mid-career professional will have dependents.
Undoubtedly, this is a complex matter, but hybrid working, for example, which is the preferred set-up for all generations, can help strengthen connection and collaboration if done in a considered way, not because presenteeism has been mistaken for productivity.
Tech imbalances
Technology is often cited as the greatest divider between generations. While digital tools can have a positive impact on efficiency, they can also alienate those less comfortable with tech-driven change. Insurance employers must therefore aim to strike a balance between innovation and inclusivity to meet the needs of all. Training programmes are important, but culture is more so, and fostering environments where asking questions and ‘not knowing’ isn’t seen as a weakness can make all the difference. Mentoring in this respect can work both ways; reverse mentoring schemes, where younger colleagues support senior staff with digital skills, can be just as valuable as traditional mentorship.
Many feel that AI can be a unifying force and will enable more time to be created for meaningful collaboration across teams, allowing employees of all generations to focus on higher-value work. But this can only be achieved if organisations are mindful of fairness, transparency and inclusion in how new tools are rolled out.
A tighter market
Generational diversity can offer real benefits to employers, and as any HR professional will recognise, it is sorely needed. Not only to add greater value to firms, but also to tackle ongoing skills shortages. Retention is critical, and therefore, creating an inclusive, supportive environment where professionals feel valued regardless of their age should be a business imperative. Equally, clients are watching. A workforce that reflects multiple perspectives is better equipped to anticipate risk, serve diverse communities, and innovate for the future. To thrive, businesses need intentional strategies that address generational nuances, foster mutual understanding, and unlock the strengths of a diverse workforce. Indeed, in an era where belonging builds tomorrow – the theme of this year’s Dive In festival – generational inclusion is truly central to the conversation.
Our CEO Kate Headley will be facilitating a conversation on this very topic on Tuesday, 16th September at 11:30 am at Dive In 2025, with experts including Esther Glen Gowing from Willis Tower Watson, Lucy Brown from Mercer, Salmaan Saeed from Markel & Jessica Amartsombat-Foskett from Arch Insurance.
Pulling on their own experiences with managing and enabling a multi-generational workforce, the group of specialists will provide attendees with an actionable checklist to help foster a culture of inclusivity that means something to everyone, from Baby Boomers to Gen X and beyond.
Register today